Managing Workforce Challenges: Cost/Benefit Intervention Considerations
(Companion document to: Leader Dialogue Podcast Session #66) Authored by: Leader Dialogue hosts – Charles Peck, MD, FACS and Ben Sawyer MBA, PT, OCS, LBB Workforce challenges in the post COVID world have become colossal. This blog, in alignment with the Nov 16, 2021, Leader Dialogue podcast seeks to provide some helpful context for health system […]
Baldrige Framework: (7) Results Domain
The final category of the Baldrige framework is the most difficult category to score well in, and it also carries a significantly higher weight than the remaining categories (45% vs. only 8.5% – 12% for all other individual categories; see Pareto chart in Figure 4) (Framework, 2017). The Results domain encompasses the measured outcomes for […]
Baldrige Framework: (6) Operations Domain
The Operations domain of the Baldrige framework is reflected in the Organizational Effectiveness layer of the Organizational Hierarchy of Needs. Baldrige focuses on all aspects of operations in relation to the company’s products or services, processes, customer value, and overall success (Framework, 2017). This includes internal procedures, relationships, and connections. 1. The Operations Domain: Work […]
Baldrige Framework: (5) Workforce Domain
Like the other categories ofthe Baldrige framework, the Workforce domain has a direct correlation with the Organizational Hierarchy of Needs, specifically Colleague Engagement. The Baldrige framework assesses workforce capability and capacity to understand how the organization engages, manages, and develops its workforce (Framework, 2017). This includes recruitment, management, and retention of team members (Framework, 2017). 1. […]
Baldrige Framework: (4) Measurement, Analysis, and Knowledge Management Domain
NumerousBaldrigeexaminers and consultants have expressed that most Baldrige applicants struggle with Category 4 (this one, MAKM) and Category 7 (Results) more than any other, yet these are two of a Strategy Execution System’s greatest strengths. A cascading scorecard focuses on leading and lagging performance metrics for each level of the the Strategy. The overall strategic […]
Baldrige Framework: (3) Customers Domain
Creating Customer Value drives financial viability, but as previously stated, is often assumed instead of quantitatively analyzed. When organizations have clarity in purpose, even customers can connect with the hoshin to become loyal followers. 1. Customer Listening, Satisfaction, and Engagement How does the organization obtain feedback from both current and potential customers, integrate that feedback […]
Baldrige Framework: (2) Strategy Domain
The Baldrige framework assesses both the development and the implementation of organizational strategy. A cascading scorecard for strategy deployment is ineffective if the organizational purpose and mother strategies are not clear. The strategic plan and deployment create the infrastructure for the remaining elements within the Organizational Hierarchy of Needs. Strategy Development Process and Strategic Objectives […]
Baldrige Framework: (1) Leadership Domain
Baldrige is intentional in the ordering of its seven categories, and leadership is first because it frames the success of the organization, as well as the following two Baldrige categories – Strategy and Customers. The Leadership category is the second-largest scoring component of the Baldrige framework (Framework, 2017). The two primary objectives of the Leadership domain […]
The Organizational Hierarchy of Needs: A Recipe for Thriving
It is not enough for organizations to have a strategy; they must also be able to seamlessly execute upon that strategy. Effective strategy execution requires strong market differentiation, engaged associates, and accurate and timely performance measures with nimble course corrections. Similar to Maslow’s Hierarchy of Needs, SOAR’s Organizational Hierarchy of Needs enables organizations to thoroughly […]
Beating the Odds: Keeping Employees Engaged
Failure in business is abundant. 80% In fact, 80% of entrepreneurs fail within the first 18 months.¹ This is for many reasons, such as, lack of capability poor leadership inadequate strategy ill-prepared marketing approach disconnected employees deficiency in operational execution Traditional management systems leave employees uninspired due to the unclear and misaligned expectations, infrequent and […]
